1. Do you think there is a contradiction between what employers want in employees (agreeable employees) and what employees actually do best (disagreeable employees)? Why or why not?

The article is focusing on only one traits from the Big Five Model. I believe individual personality cannot be judged with only one dimension. For example, a person can be highly agreeable and high conscientiousness, which means more drive and disciple and being organized will definitely reflect on higher performance because his or her leadership skill is more enhanced in the form of persistence, attentiveness with high standards. The textbook suggest that Conscientiousness is the most important traits in the Big Five Model, especially for those who wants to become front-line employees. Moreover, successful employees usually make compromises specially when area of conflict is reached and show more cooperation when they feel that disagreeable will not serve their personal objectives which give the impression as they are high on agreeableness. The article assumes that employers always want agreeable employees by fault, it could not be true when in some jobs with interpersonally oriented jobs such as customer service, but the situation will definitely not be the same when the employer would like to hire candidates for strategic position with high potential and needs strong leadership behavior.

2. Often, the effects of personality depend on the situation. Can you think of some job situation in which agreeableness is an important virtue? And in which it is harmful?

In situations like business crisis, when the board of directors is taking the lead to drive the company during hard time, agreeableness from all subordinates would be an important virtue because there would not be time to stop, argue, and disagree. The best way to help the company will only require full cooperation, compliance and abiding the rules from everyone in...

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...Organizational Behavior
Module 1 – Written Assignment
OB in Action Case Study
In the case study about Whole Foods Markets, it talks about their core principles explained by their Cofounder and Co-CEO, John Mackey. He also explains what capitalism is and how it flourished. The basic principles that helped capitalism flourished is, property rights. People have the ability to trade their property to whomever they want. Another principle of capitalism is the rule of law. Laws and regulations should be well understood so that you can factor them into your business decisions. Business should also be conscious of their higher purpose and not just worried about maximizing their profits and shareholder value. Their second core principle explains that you have to recognize the stakeholder model. Customers, employees, investors, suppliers, larger communities and the environment are all interdependent. You should operate your business in a way that it’s not a zero-sum game. The third principle is about conscious leadership. Leadership should identify their accomplishment by the accomplishments of the organization and they’re trying to serve the organization and its purpose. Their fourth and final principle ties in all their other principles. Having conscious leadership will help create conscious employees that will help the organization fulfill its higher purpose.
He also explains that Whole Foods core principles and where they come...

...Chapter 5CaseIncident “The Nice Trap “
Question 1
Do you think there is a contradiction between what employers want in employees (agreeable employees) and what employees actually do best (disagreeable employees)? Why or why not?
In the past all too often an employer would forget the value of the employee and vice versa the employee would forget the value of having a paying job. However, today I think the table have turned where the employees have become more agreeable know all too well jobs are hard to come by. The disagreement between being agreeable or disagreeable employee is still there just a little less shown to the employer. Depending of the job not all employers will want a high agreeable employee, for example if the position required someone with strong leadership stills and the ability to make decisions is might not be a good idea to hire someone that is overly agreeable. One the other hand highly agreeable person would be great for a personnel assistance position. From the text Conscientiousness and not agreeableness was more important than any other trait in the Big Five Traits related to job performance. Tanking that into account it’s prudent and I believe many employers do with hiring judge individual on many different traits. Being disagreeable is not necessary a bad thing, however to deal with any conflict from disagreeable employees, cooperation from both parties need to be practice in...

...﻿Organization Behavior
CASEINCIDENT1: Is There a Price for Being Too Nice?
1. Do you think there is a contradiction between what employers want in employees (agreeable employees) and what employees actually do best (disagreeable employees)? Why or why not?
There is a contradiction between what employers look for (agreeable employees) and what employees are actually good at (disagreeable employees) because employers are always looking for individuals who are agreeable; people who are easily to be liked and pleasing to be around and this is why employers prefer and look for agreeable people to hire. But eventually why they would hire people who are not better job performers and they are less successful in their career. This is why there is a contradiction; people look for a job that they are good at and a job where they can grow and develop their personal and technical skills.
For employers non disagreeable employees may have far better ideas and have the nerves to push and insist them, yet sometimes this could be a threat to them because this could create a non-harmonious relationship in the workplace. Non agreeable employees tend to be more focus and engage with their work but they are cold, aggressive and reserve compared to the more flexible, pleasant, warm, tolerant and agreeable employees.
2. Often, the effects of personality depend on the situation. Can you think of some job situations in which agreeableness is...

...CaseIncident 2
BECOMING A FACIAL DECODER
I. Background
Paul Ekman is a psychologist known for his study about facial expressions, where facial expressions reveal true emotions. Researchers have distinguished real smiles (so called Duchenne smile) from fake smiles. Ekman and his associates have developed methods to detect other emotions suchas anger, disgust and distress. They call their method as Facial Action Coding System (FACS).
FACS has been used to study the facial expressions of CEOs and found that they vary dramatically not only in their Duchenne smiles but also in the degree to which they display positive versus negative facial expressions.
II. Study/Analysis
Study Questions:
1. Most research suggests we are not very good at detecting lying, and we think we’re much better than we dare. Do you believe FACS would help improve your ability to detect lying in others?
In our day to day endeavor, whether in business, at school or even at our own homes we are bound to judge other peoples intention through their actions. We carry on judgments that determine whether people around us are lying or not.
There are some jobs that require judgments whether the person is lying or not, such as Police Officers, Detectives and Lawyers (Seager, 2004). It may came to a surprise that even these professionals sometimes are not as good in detecting deceptions and lying. According to the study...

...﻿Chris Garza
Ch 7- Case1
2. In periods subsequent to initial measurement, is goodwill amortized?
(1) Performed a key word search using goodwill, amortized. I scrolled down to section 35 subsequent measurement of topic 350 Intangibles- Goodwill and other.
(2) 350-20-35-1 Goodwill shall not be amortized. Instead, goodwill shall be tested for impairment at a level of reporting referred to as a reporting unit. (Paragraphs 350-20-35-33 through 35-46 provide guidance on determining reporting units.)
(3) I found my conclusion in section 35 subsequent measurements
3. Generally, how are guarantees measured?
(1) I performed a keyword search using Guarantees as my key word. I noticed 460 Guarantees was the topic number. I then located the initial measurement from there.
(2)
> Fair Value Objective
460-10-30-2 Except as indicated in paragraphs 460-10-30-3 through 30-4, the objective of the initial measurement of a guarantee liability is the fair value of the guarantee at its inception. For example:
a. If a guarantee is issued in a standalone arm’s-length transaction with an unrelated party, the liability recognized at the inception of the guarantee shall be the premium received or receivable by the guarantor as a practical expedient.
b. If a guarantee is issued as part of a transaction with multiple elements with an unrelated party (such as in conjunction with selling an asset...

...
Chapter 5-CaseIncident1:
Finding People Who Are Passionate About What They Do
1. Identify some of the established recruiting techniques that apparently underlie Trilogy’s approach to attracting talent.
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2. What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?
Trilogy strives to hire the best. The company looks for highly educated and motivated workers. Trilogy, in turn, offers a carefree work environment with no dress code and no set schedule. For an employee who is very passionate and eager to “get the job done”, this setting is ideal. They can work as long as they chose to. The alleviation of a dress code allows employees to express themselves or be extra comfortable. Employees understand hard work is often rewarded. They see this with company-sponsored events and trips. Trilogy conveys these elements to its’ job prospects in the preliminary three-day visit. This...

...Case5-11. How does Miller fit the profile of the average fraud perpetrator?
Miller does seem to fit the profile of the average fraud criminal. This is because he worked his way up to gain inside information and trust from his bosses. He spent the money to support his lifestyle which was above his means. He also was not violent and he tried to use the money to pay back the stolen funds from his previous employers.
How does he differ?
He was different because he owned up to what he did and took responsibility for his actions. He tried to pay back the stolen funds and he truly believed he would be able to pay it all back. He was also different from the profile because even though he got caught and showed remorse he continued to steal.
How did these characteristics make him difficult to detect?
Miller was hard to detect because he was so well liked and trusted by his employers and fellow coworkers.
2. Discuss how Miller accomplished the three elements of the opportunity triangle (commit, conceal, convert) in embezzling funds from Associated Communications. What specific concealment technique did Miller use?
He was able to commit the fraud by being in a high ranking position that was able to avoid internal security around the company’s check writing policy. He avoided the need for two signatures on checks by having another executive sign some checks before...

...This case is talking about an executive retreat. It was introduced by John Matthews who was a executive had been selected to attend the two-and-a-half-week retreat. The retreat was more like a competition about academic and athletic. The team members should not only get know each other and cooperate with teammates but also need to compete with others. The whole participants were broken into five groups and their aim was to win the competition. There are several sessions about academic and athletic that the participants should complete. After the introduction part the case showed the experience of John. Before the group meeting John was wondering and worried about this retreat. When he was taking the first group meeting, he tried to learn the backgrounds of other team members. And the he paid more attention to learn about his team leader. Besides introducing the team leader the case also showed the retreat’s theme was Think-Communicate-Cooperate. It meaned people who attend this retreat should think less about themselves and try to communicate and assistant to others. And then John showed his recollections of the members in his group individually. There are twelve members in his group. Everyone in his group had different characteristics. After group meeting they set up four basic goals about this retreat. In the second part of this case was a chart of first day’s seating arrangement and their performance of the first...